1. Human Resource Planning
Definition, objectives, process & importance, Job analysis (description& specification)
Recruitment, selection, Placement &induction

2. Human Resource Planning
getting the right people
at the right place
at the right time

3. Human Resource Planning
“process of identifying and responding to
organizational needs and
charting new policies, systems, and programs
that will assure effective human resource
management under changing conditions”

4. Definition
The process of assessing the organization’s human resource needs in the light of organizational goals and making plans to ensure that a competent, workforce is employed.

5. Human Resource Planning
Demand
Supply
Gap?
HR Needs

6. Human Resource Planning
Human Resource Planning (HRP)
Activities that managers engage in to forecast their current and future needs for human resources.
HRP must be done prior to recruitment and selection
Demand forecasts
Estimates of the number and qualifications of employees the firm will need.
Supply forecasts
Estimates of the availability and qualifications of current workers and those in the labor market.

7. HR Planning Planning objectives? DEMAND forecasting SUPPLY analysis
qualitative
quantitative
The right people, in the right place, at the right time, at the right cost and with the right frame of mind.
Jobs, contracts, skills,
organizational membership
SUPPLY
Internal
&
external
labour
supply
Service and Innovation
business and
population trends
Short-/long-term
PIMs & Internet
technologies 4 4 4

9. Objectives of HRP
Ensure optimum use of human resources currently employed
Avoid unbalances in the distribution & allocation of manpower.
Assess or forecast future skill requirements of the organization's overall objectives.
Provide control measures to ensure availability of necessary resources when required
Control the cost aspect of human resources.
Formulate transfer & succession policy

10. Are vacancies to be filled by the promotions from within or hiring from outside?
How do training & development objectives interface with MPP
What union constraints are encountered in MPP & what policies are needed to handle these constraints?
How to enrich employee’s job? Should the routine & boring jobs continue or be eliminated?
How to down size the organization to make it more effective?
To what extent production & operations be automated & what can be done about those displaced?
How to ensure continuous availability of adaptive &flexible workforce?

11. Importance of Human Resource Planning
Recruiting
Training
Creating a balance
Reservoir of talent
Controlling manpower costs

12. Benefits of HR Planning
Aids in planning job assignments
Helps cope with fluctuations in staffing
Identifies recruiting needs
Provides other useful information

13. Process of HRP Short term & long term obj. should be analysed
Existing job design & analysis should be reviewed
Developing employee plans [ job description &specification]
Developing HR Plans

14. Process
Manpower essentially involves forecasting personnel needs, asserting personnel supply & matching demand supply factors through personnel –related programmes. Manpower consists of the following stages
Analyzing organizational plans & deciding objectives
Analyzing factors for manpower requirements:
Demand forecasting- Forecasting the overall human resource requirements in accordance with the organizational plans.
Supply forecasting- Obtaining the data & information about the present inventory of human resources & forecasting the future changes in present human resource inventory.
Developing employment plans.
Developing human resource plans.

15. HR demand forecasts
Demand forecasting is the process of estimating the quality &quantity of people required to meet future needs of the organization. The factor for manpower requirements can be analyzed by two ways:
Demand&
Supply forecasting

16. Demand Forecasting
Statistical approaches
Judgmental methods

17. Demand forecasts-
It estimate the future requirements of manpower, by function & by level of skills.
Two kinds of forecasting techniques are commonly used
1)Judgemental - Judgment of those managers & executives who have intensive & extensive knowledge of human resource requirements. It could be two type
Managerial estimate- managers/supervisors ,who are well- acquainted with the work load, efficiency and ability of employees, think about their future loads, capabilities of the employ &decide the number & type of human resources to be required.
Delphi techniques- It requires the large number of experts who take turns to present their forecast statements & underlying assumptions to the others.
(2)Statistical projections-
Ratio trends analysis- It is carried out by studying past ratio & forecasting ratios from the future. This method depends on the availability of past records & the internal environment changes likely to occur in future.

18. Statistical Approaches to Demand Forecasting
Trend analysis
Ratio analysis
Regression analysis

19. Trend Analysis
Sales
# of
Emps

20. how many nurses are needed?
Ratio Analysis
# patients = 100
# nurses = 25
patient/nurse ratio = 4/1
If there are 315 patients,
how many nurses are needed?

21. Regression Analysis 75 50 25
# Employees
# Customers

22. When Are Statistical Approaches to Demand Forecasting Appropriate?
Stable environment
Business factor can be predicted with some accuracy
The relationship between workforce size and business factor remains constant over time

23. Judgmental Methods of Demand Forecasting
Group brainstorming
Sales force estimates

24. Steps to Supply Forecasting
Group positions by title, function, and level of responsibility
Estimate within each job group how many of current employees remain, move to another position, or leave the organization

25. Supply forecasting It includes
Human resource Audits- There are analysis of each employee’s skills & abilities. This analysis facilitates the HR planner with an understanding of skills & capabilities available in the org & helps in identifying manpower supply problems arising in the near future.
Employee wastage- It is the estimation of future losses of human resources of each depart & of the entire organization. this is done to identify the employees who leave organization & to forecast future losses likely to occur due to various reasons.
Internal promotions- This is regarding the vacancies likely due to retirements & transfers & the employees of particular group & categories who are likely to be promoted. the multiple effects of promotions and transfers on the total number of moves should be analysed & taken into consideration in forecasting changes in human resource supply of various departments.

26. Employee Flows in an Organization
External
Recruits
promotions
demotions
internal transfers
Quits
Retirements
Deaths
Layoffs
Recalls

27. Forecasting Labor Supply
Beginning Inventory 125
- Quits
- Retirements
- Demotions Out
Total
+ Transfers In
+ Promotions In
Forecasted Internal
Supply

28. Dealing with an Oversupply of Personnel
Freeze hiring
Restrict overtime
Retrain/redeploy
Cut the part-time employees
Use unpaid vacations
Use a shorter workweek
Use pay reductions
Use sabbaticals
Encourage early retirements

29. Dealing with an Undersupply of Personnel
Hire additional workers
Improve productivity through training
Use overtime
Add additional shifts
Reassign jobs
Use temporary workers
Improve retention

30. Developing employment plans
The human resource department has to determine the nature of job,
Job description: A job description will generarally describe the work performed, the responsibilities involved, the skill or training required, conditions under which the job is done, relationships with other jobs & personal requirements on the job.
Job specification: the job specification is an output of job description. It states the minimum acceptable qualifications that the newcomer must possess to perform the job satisfactorily &successfully. Job specifications serves as an important tool in the selection process & evaluation.

31. Developing HR plans
When the internal supply of employees is more that the demand, human resource surplus exists & the external recruitment is stopped. If future supply of human resources from all the external sources is estimated to be inadequate or less than the requirements, the manpower planner has to suggest to the management to alter or modify the organizational plan. In case of shortage of certain categories of employees, the organization has to take care not only of recruitment but also retention of existing employees.

32. Inefficient Information System
Limitations of HRP
Inaccuracy
Uncertainties
Lack of support
Number’s Game
Employees Resistance
Lack of Purpose
Time & Expense
Inefficient Information System

33. Job Analysis Job analysis is a formal & detailed study of jobs.
Job analysis is essentially a process of collecting & analyzing data relating to a job.
Job analysis is a systematic exploration of the activities within a job.
This analysis involves compiling a detailed description of tasks, determining the knowledge, qualifications or employment standards accountabilities & other incumbent & requirement.

34. Uses (benefits) of job analysis
The specific uses of job analysis are given below:
Organizational design-Authority, responsibility & accountability.
Human resource planning-Future job requirements, skill requirement
Recruitment ,selection & placement – Matching job requirements & skills.
Orientation - Expectations
Training & development- updating skills, changing job requirements.
Performance appraisal- Performance standards, review of performance.
Employees counseling- Future prospects for moving along career paths, Vocational guidance.

35. Process of job analysis
Collection of background information
Deciding the uses of job information
Selecting the representative jobs
Collection of job information
Job description &
job specification

36. Techniques of Data Collection
Deciding the
Uses of Job
information
Procurement
Development
Compensation
Integration
Maintenance
Collection Of
background
Information
Organizational
Charts
2 .Class
Specification
3 . Work flow
charts
Selecting the
representative
Job
Numbers of
jobs to be
analyzed
Priorities of
Different jobs
Collection of job
Information
Job
Description
Job
specification
Techniques of Data Collection
Direct observation
Interview
Questionnaire
Past Record
Critical Incidents

37. Uses of Job analysis information
Job description
Job identifications: Job title, location, job code, short name, depart & unit.
Job summary: brief job contents its authority, responsibility, hazards
etc.
Relation to other jobs: relation with supervisors, peers, subordinates.
Supervision taken , location in th hierarchy
Machine tools, & equipment used
Materials & forms used.
Job specification
Education
Experience
Training
Judgment
Initiative
Physical effort
physical skills
Responsibilities
Communication skills
Emotional characteristics

38. Conditions of work : location of work, working hours, posture- standing, sitting, walking,-speed, accuracy, health hazards, occupational, diseases ,etc
Hazards (accident hazards).

39. Recruitment
Searching for, and obtaining, potential job candidates in sufficient numbers and quality, and at the right cost, for the organisation to select the most appropriate people to fill its jobs. (Kramar et al 1996)

40. Recruiting Yield Pyramid
New hires 50
100
Offers made (2 : 1)
Candidates interviewed (3 : 2)
150
200
Candidates invited (4 : 3)
1,200
Leads generated (6 : 1)

41. Recruitment
Sources
Internal
External

42. How to Recruit Internal External Advertising Job Postings
Employment Agencies
Govt. employment exchange
Private agencies
Headhunters
Campus
Referrals / Word of Mouth / Unsolicited Applications
Internet
Internal
Job Postings
Newsletters
Succession Planning eg. promotion

43. Selection
Selection is concerned with picking the right candidate from a pool of applicants.

44. SELECTION
Selection is the process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long term interests of the individual and the organisation (Schuler, Dowling, & Smart, 1992)

45. Selection process Receiving & scrutinizing of applications
Preliminary Interview
Selection Test
Checking of Reference
Employment Interview
Medical examination
Placement
Orientation

46. Steps in Selection Process
Screening of applications
Tests
Interviews
Reference Checks
Medical Examination

47. Placement and Induction

48. ORIENTATION or INDUCTION
A planned introduction of employees to their jobs, co-workers and the organisation

49. Orientation
Orientation is also known as induction, is a process of making a new employee familiar with an organization.
In orientation, organizations objectives, policies, rules & regulations , code of conduct , a brief history about the org. are explained to the employees. Through orientation an employee gets to know the information regarding his superiors, subordinates, pay scale and other benefits.

50. CHOICES IN DESIGNING INDUCTION PROGRAMS
Formal or Informal
Individual or Collective

51. 3 BASIC COMPONENTS Company / Organisational Induction
Departmental Induction
Follow Up

52. PLACEMENT
The assignment or allocation of people to jobs in the organization

53. Placement
After selecting a candidate , he should be placed on a suitable job. It involves assigning a specific rank and responsibility to an employment.
{It is the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job}

54. 2 ways Placement can happen
Match 1 – looking for an individual for a specific job
Match 2 – looking for a job to match an individual

55. Thank You